REGISTERED CHARITY NUIVIBER: 1179222 REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ELYDED 31ST JULY 2023 FOR BIGMOOSE CHARITY Green & Co Chartered Certified Accountants Pembroke House Llantarnam Park Way Cwmbran Torfaen NP44 3AU BIGMOOSE CHAIUTY CONTENTS OF THE FINANCIAL STATEIVIENTS FOR THE YEAR ENDED 31ST JULY 2023 Page Report of the Trustees Independent Examiner's Report Statement of Financial Activities Balance Sheet Cash Flow Statement Notes to the Cash Flow Statement io Notes to the Finaneial Statements 11 to 18 Detailed Statemen¢ of Financial Activities 19 to 20 BIGMOOSE CHAIUTY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST JULY 2023 Thc trustccs prcscnt thcir rcport with thc financial statcmcnts of thc charity for thc ycar cndcd 3 1st July 2023. The trustees hawe adopted the provisions of Accounting and Reporting by Charities.. Sialement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic ofireland {FRS 102) (effective l January 2019). OBJECTIITS AND ACTIVITIES Objectives and aims The relief of hardship and distress for people in the UK and such other places as may seem appropriate by.. l ) Providing personalised therapy and early intervention to support individuals in managing their mental health and prcvcnting suicidc. 2) Facilitating the rehabilitation of individuals facing challenges due to youth, age, illness, disabilities, financial hardship, or othei social disadvdnlages, including homclcssness. This is achieved through the provision of education, training and employment opportunities, aimed at nurturing their skills for future employment. 3) Raising public awareness about mental health, suicide prevention, and homelessness through training and eharitable initiatives approved by our trustees. Significant activitie5 l ) Organising a range of fundraising events aimed al raising both funds and awareness for Bigmoose, with the standout being the Ten-y-fan event, which successfully generated over £35,000 in revenue and resulted in 30 referrals. 2) Actively participating in external events buch as the Cardiff Half Marathon and the Why we ruli mulii-day Ultramarathon, where Bigmoose was choqen as the designated charity, contributing to fundraising and increased aW￿ent￿s. 3) SccuLing funded office spaccs to fdcilitatc thc expansion and advanccmcnt of Bigm005c, rcsulting in a workforce growth of three individiials, and the ability to run on-site therapy on our own premises. 4) Running and successfully completing project I million in May 2023 Bigmoose's challenge to raiqe £1,000,000 to pro￿.Ide thcrapy aiid early and timely intcTh'cntion for peoplc, as well ￿ providing trdLning for businesses to betier support their teams. Page I BIGMOOSE CHAIUTY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST JULY 2023 ACHIEVEIVIENT AND PERFORIVIANCE Charitable activitie5 Entering 2023, Bigmoose continued it's unwavering commitment to early and timely therapy inlervenlions. To datc, wc havc cclcbratcd thc succcssful complction of thcrapy by 334 individuals and 27 pcoplc havc opcnly shared that. were it not for our intervention, they were on the path lo suicide. A highlight of the year was the completion of the project I million, supported by the remarkable events like Tcn-y-fan, whcrc participants plcdgcd £35,000 in support of our mission. Bigmoosc also gaincd significant recogniiion througliout the year, such as being honoured as 'Poinlq of Light, at l O Downing Street, winning the prcstigious Cardiff Lifc Award for 'Charity of thc ycar, and carning a placc on thc cslccmcd 'Futurc gcncrations change maker 100 list,. The Bigmoose focus ¢ontinues lo be helping people with their mental health lo ultimatcly prcvcnt suicidc and rcducc homclcssncss, whilst looking forward to how wc can continuc to grow and develop as a charity. Page 2 BIGMOOSE CHAIUTY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST JULY 2023 FINANCIAL REVIEW 2022-23 saw operations scaling up considerably with income increasing 379% 10 £613,812, compared with £162,397 in the previous year. The expenses ha￿e increased in accordance with this, as one might imagine, totalling £380,641, compared with £106,308 in 2022. The bulk of this expenditure was spent on wages, consultancy fees and counselling. Overall, the charity had nel income of £233,171 for 2022123, Compared with £56,089 in the previous year. At the year end the charity had lolal funds of £331,618 at its disposal, with £179,831 of this separately managed as a designated fund received from The Valour Foundation. In January 2022 we launched project I million. The goal was to raise £1,000,000 for mental health. As a small charity, the magnitude of raising one million pounds seemed daunting. Bul within our hearts, we held an unwavering belief in our ability to achieve this goal. On 2nd May 2023, we achieved our goal. Over I 1,000 people had come fonvard, Standing shoulder to shoulder with us, donating lo our projcct I million campaign, dcmonstrating unwavcring belicf in our causc. Thi5 moncy has allowed u5 to continue to hclp pcoplc quickly, it has allowcd us to expand our team to 5 and it has provided with the much-needed infrastructure to chart our course for 2023 and beyond, developing a 5trdtegy that will continuc to trdnsforni Iivcs dnd creatc lasting change. PRINCIPAL RISKS AND UNCERTAINTIES cu￿¢ntIy, wc arc ndvigdting a couple of signific￿t chdllcnge5 that are shaping our opcraliondl Idnd5capc. one of the key obstacleq we are encountering comes from our increasing recognition within the charity and public 5¢Ctor community. This recognition has lcd to mcntdl hcalth charities (￿d othcr I￿¥¢ organisdtions referring individuals lo us for mental health support. While this acknowledgmenl unders¢ores our Credibility and reliability within the mental health field, il also prcscnts thc potcntial for an influx of rcfcrrals from alrcady wcll-fundcd bodics. tn rcsponsc to this challcngc, wc havc proactivcly implcmcntcd mcasurcs to managc Ihcsc additional rcfcrrals such as expanding our pool of therapists and streamlining our software. We saw early on that Ihiq situation ¢ould cvolvc into a morc significant challcngc, and wc arc committcd to cnsuring that our ability to providc quality Inental health support remains fimi. Another significant ¢hallenge we are currently finding with the escalating Inenlal health crisis is an increase in dcmand for mcntal hcalth support scrviccs. Howcpcr, thc funding availablc for such scrviccs is bccoming increaqingly competitive. Re¢ognising the urgency of this situation, we have redirected additional resourceq lo addrcss his challcngc. A focus has bccn dircclcd to sccuring funding, cspccially in light of thc cxpanding numbcr of monthly rcfcrrals we ale receivin¥, having growi] from receiving 20 rcfcrrals in January 2022 10 reLeiN'ing 74 referrals in July 2023. Page 3 BIGMOOSE CHAIUTY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST JULY 2023 These ¢hallenges are shaping our qlrategic de¢isions and daily operations. However, we are dedicated lo rcmaining proactivc and adaptablc. By continually cvaluating our proccsscs, strcngtlicning our capacity, and putting emphasis on acquiring funding, we aiin lo iiavigate these Lhallenges while slaying true to oui mission of providing essential mental health support to those in need. FUTURE PLAYS As wc moN'c into another year of fundraising, expanding our team, helping more people and growing the charity we have summarised our key fo¢uses as: - Continuing to grow our therapy reach, aiming for an increase of monthly referrals. Conlinuing outreach and grow awareness Ihrough muliiple events including.. *Cardiff half 2023 and 2024 - airning for 120 runners per year. *Our inaugural wing walking event - aiming lo sell out one day of 20 wing walkers. *An abseil event. *Launvhing our own running event Begin working with more schools to educate and provide qupport to young people. Continuc to develop our own bcspokc built 50ftwarc to enli￿ce our ddy to ddy operdtions. Train a member of the team to deliver mental health training so we can help to educate more people to '.qpot the 5ign5' of mcntal hcdlth. STRUCTURE, GOVERNANCE AND MANAGEMENT At BI￿n00￿e. we priorilise simplility in our opeialional approach to prevent unnecessary complexity in managing our charity's affairs. our mana¥ement structurc ¢oinprises'. * Chairs of Tn]stees.' Bethan Lee * CEO.. Jcffrcy Smith * COO.. Chloe Smith In our decision-making proceqses as a board of trllqteeq, we maintain a strong collaborative relationship with th¢ charity's CEO and COO. Wc work in closc partncrship to maximisc thc charity's cffcctivcncss in achicving its goals. The trustees are responqible for making decisions in several key areas, including.. * Pcrsonncl.. this includcs dccisions rcldtcd to ncw hircs and thc approval of salary rcqucsts from thc CEO. Funding.. we exercise thorough due diligence to qafegu table of
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1 charity information 2 trustees 3 4 5 2023 strategy 6 2023 goals achievements 7 testimonials 8 a hello from our ceo charitable purposes bigmoose AT A GLANCE charity number: 1179222 founded: july 2018 ceo: jeffrey smith coo: chloe smith location: 4-5 frederick street, cardiff, cf10 2db organisation type: cio ## introducing OUR TRUSTEES bethan lee tania jenner **----- Start of picture text -----**
bethan lee
chairperson
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oli smith
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steve western
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jane sin
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## HELLO FROM CEO wow, that was some year wasn’t it? we set ourselves the gargantuan challenge of fundraising one million pounds, and somehow in this extremely tough economic time we're living in, we did it, and in only 486 days, not bad going for a charity who started 2022 with only two employees. we have now grown our staff to five, and taken on two new trustees. our other goal last year was to develop our mental health therapy software, which would make the referral to therapist journey so much easier, and by building in the warwick edinburgh mental wellbeing scales, which enable us to measure peoples improved mental wellbeing, we anticipated great things. we have now fully completed the development of the software, and we have rolled it out to our team of therapists, who report it being brilliant, and it has allowed us to estimate the social value of the therapy work we have done so far to be over £1.5 million, absolutely phenomenal. we have created three new jobs, but have three more new roles we will be hiring for imminently, and are looking to announce our new set of goals, which will include continuing to expand our schools and business programmes, taking our team into the beating hearts of education and industry, where we know there are struggles handling peoples mental health, from workforce’s to teachers, schoolchildren and their parents. as we are in temporary free offices, thank you bizspace, we know this won’t last for long, so we are actively looking for a new home, and our model at the moment of the team working open plan, whilst therapists work face to face in their private space, is working extremely well, so hopefully we can find somewhere soon. our fundraising this year has been fantastic and we are working on a new bigmoose ambassador programme, adult and junior versions, which we are excited to launch q3. in conclusion, i think it has been a fantastic year, one of which i am extremely proud, and i know that chloe and i are loving seeing what the success is enabling us to do as we grow this amazing charity, and hopefully we can make everybody involved, in whatever capacity, proud. together we will help many, and can save those that need saving, please come on the journey with us, and help us serve the world. - jeff smith proud ceo ## charitable PURPOSES Our Mission why bigmoose? bigmoose is on a mission to provide crucial support through therapy and early intervention. our goals are clear, we want to: - help people with their mental health - prevent suicides at bigmoose, we value each client as a unique individual, carefully matching them with the most suitable therapist based on their specific needs and our therapists' expertise. - reduce homelessness unfortunately we are witnessing a growing number of people coming to us after being turned away from other mental health providers. the criteria for people to get help is getting more strict and this is leading to longer waiting lists. in our unwavering commitment to help effectively, we firmly believe in minimising waiting times. that's why every bigmoose client receives an initial response within 12 hours and secures an appointment within one week. these lengthy waiting lists have become significant contributors to the alarming rise in suicide rates. people desperately need assistance, and they need it urgently. the remarkable part is, on average, individuals require only four therapy sessions to make a significant impact. by streamlining our approach and providing swift, tailored care, we're making a tangible difference in people's lives. **----- Start of picture text -----**
1 IN 15
PEOPLE ATTEMPT
SUICIDE
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## how we achieved OUR 2022 GOAL project 1 million bigmoose began with a clear mission, to encourage and help people to live happier, healthier and kinder lives. since becoming a registered charity in 2018, we have been resolute in our commitment to make a profound and enduring impact on people's lives. the alarming rise in the number of people struggling with thier mental health fuels our determination to create tangible change. each day, we receive referrals from individuals who are overwhelmed, feeling isolated, and yearning for a glimmer of hope. and that's where we step in our aspiration is to disrupt the status quo, challenge societal norms, and be the first name that comes to mind when people are struggling and in need of assistance. our why is simple, we want to leave the world better than we found it. in january 2022 we launched project 1 million. the goal was to raise £1,000,000 for mental health. as a small charity, the magnitude of raising one million pounds seemed daunting. but within our hearts, we held an unwavering belief in our ability to achieve this goal. our journey was fueled by an extraordinary community that rallied around us. thousands of individuals stepped up to the plate, engaging in a myriad of awe-inspiring activities. from races that tested endurance to overnight mountain summits, from cake sales to an incredible feat of traversing wales in a wheelie bin - our supporters left no stone unturned in their dedication to our cause. furthermore, our path was illuminated by the invaluable support of foundations and grant makers who recognised our mission and invested in our vision. on 2nd may 2023, we achieved our goal. over 11,000 people had come forward, standing shoulder to shoulder with us, donating to our project 1 million campaign, demonstrating unwavering belief in our cause. this money has allowed us to continue to help people quickly, it has allowed us to expand our team to 5 and it has provided us with the much-needed infrastructure to chart our course for 2023 and beyond, developing a strategy that will continue to transform lives and create lasting change. ## our 2023 STRATEGY building upon the success of project 1 million, we are focusing heavily on prevention, with the goal to be equipping individuals with the necessary tools to overcome challenges long before they reach crisis point. we aspire to empower individuals, teaching them resilience and adaptability to enable them to navigate life's complexities. by shifting our focus towards prevention, we aim to dismantle barriers, illuminate pathways, and instill a sense of empowerment within each person we reach. we are crafting a comprehensive approach that addresses the root causes of mental health struggles. by reaching individuals before crisis point, we can shape a brighter future, where resilience and hope are the guiding forces that empower individuals to adapt, overcome, and embrace the full spectrum of their potential. |GOALS|DETAILS|WHY?| |---|---|---| |provide therapy|continue to provide|to allow us to save| |support|early and timely|and change lives| ||intervention|| ||we want to provide|we believe that| |begin to work with
schools|education and support for
children of all ages as well as|early education
will better equip| ||teachers and parents for a|young people for| ||whole school approach|life| ||working with|to educate and| |build upon|businesses to provide|support more people| |business links|systems and|to develop| ||education for them to|fundraising links| ||support their teams|| ||continuing to|builds brand| |individual|encourage people to|recognition| |fundraisers|choose us as their|brings in vital funds| ||charity of choice|builds relationships with| |||the community| ## Our 23-24 GOALS the past 12 months have been a very transformative period for bigmoose. we have forged ahead, developing robust systems, creating bespoke software solutions, and expanding both our core and therapist teams. we are now working on crafting a strategy that will guide our journey. every decision, every action, and every initiative is fueled by the belief that our collective efforts can change lives and empower individuals to thrive. 1 2 ## continue our fundraising efforts save and change more lives while the success of project 1 million has been an incredible milestone, we have meticulously calculated and projected the financial requirements for the next five years. we recognise the substantial funding needed to sustain and expand our vital services, so we are actively exploring diverse avenues to generate the necessary resources. at the heart of our mission lies the people we serve. the impact we have already made is huge, yet our mission remains unfinished. there are still lives to be saved, stories to be rewritten. in q3 of 2022 we were averaging 25 referrals per month, in q1 of 2023 we now have an average of 40 referrals per month. the message is spreading which means we are reaching more people. 3 4 ## expand the brand ## schools project we want bigmoose to be a household name. when people think of mental health or hear of someone needing help we want them to think 'bigmoose can help'. to make this happen we are continuing to market across social media, do more mainstream marketing and also expand our merchandise offer. our focus is to engage with more schools, amplifying the conversation surrounding mental health. as our referrals increase, we are seeing a surge in young individuals seeking assistance. the mounting pressure on today's youth, coupled with the influence of social media, has shown that our presence in schools is needed. we want to educate and empower young people. ## achievements highlights 2022-2023 ## project 1 million we successfully completed project 1 million on 2nd may 2023! a huge moment for us all. ## ten-y-fan this year we took on a new challenge - ten-y-fan is 10 times up and down pen-y-fan, the highest mountain in south wales. we had over 100 climbers take part and raise over £35,000. ## we visited 10 downing street we were recognised as 'points of light' which is a government initiative that recognises outstanding individual people who are making a change in their community. ## **READ MORE** ## cardiff life awards we won the cardiff life award for 'charity of the year'. the competition was extremely tough and we were delighted to walk out with the trophy! ## 100 change makers we were recognised on the future generations change maker 100 list. to celebrate and recognise some of the work protecting wales, the officer for future generations captured a snapshot of this movement for change, and chose 100 people/initiatives that are good examples of this, and we were chosen! ## testimonials FROM GRADUATES - h o thank you, i feel incredibly grateful to be able to access therapy. the cost/ worry of not finding a suitable practitioner was a barrier for me and bigmoose makes therapy accessible for people. I now have the tools to implement and continue moving forward. thank you. you literally saved me - m w life changing. thank you so much. forever grateful. - l b ## significant activities: - 1.organising a range of fundraising events aimed at raising both funds and awareness for bigmoose. - 2.actively participating in external events suchactively participating in external events such as the cardiff half marathon and the why we run multi-day ultramarathon, where bigmoose was chosen as the designated - TRUSTEE - 2.actively participating in external events suchactively participating in external events such as the cardiff half marathon and the why we run multi-day ultramarathon, where bigmoose was chosen as the designated charity, contributing to fundraising and increased awareness. ## REPORT - 3.securing funded office spaces to facilitate the expansion and advancement of bigmoose, resulting in a workforce growth of three individuals, and the ability to run onsite therapy on our own premises. - 4.the essence of 2022 was all based around aiming to raise £1,000,000 as a part of project 1 million. ## for the year ended 31st july 2023 the trustees present their report with the financial statements of the charity for the year ended 31st july 2023 the trustees have adopted the provisions of accounting and reporting by charities: statement of recommended practice applicable to charities preparing their accounts in accordance with the financial reporting standard applicable in the uk and republic of ireland (frs 102) (effective 1 january 2019). achievement and performance: charitable activities: entering 2023, bigmoose continued its unwavering commitment to early and timely therapy interventions. to date, we've celebrated the successful completion of therapy by 334 individuals, and 27 people have openly shared that, were it not for our intervention, they were on the path to suicide. a highlight of the year was the completion of project 1 million, supported by remarkable events like ten-y-fan, where participants pledged £35,000 in support of our mission. bigmoose also gained significant recognition throughout the year, such as being honoured as 'points of light' at 10 downing street, winning the prestigious cardiff life award for 'charity of the year' and earning a place on the esteemed future generations change maker 100 list. the bigmoose focus continues to be helping people with their mental health to ultimately prevent suicide and reduce homelessness, whilst looking forward to how we can continue to grow and develop as a charity. ## objectives and activities: objectives and aims: the relief of hardship and distress for people in the uk and such other places as may seem appropriate by: - 1.providing personalised therapy and early intervention to support individuals in managing their mental health and preventing suicide. - 2.facilitating the rehabilitation of individuals facing challenges due to youth, age, illness, disabilities, financial hardship, or other social disadvantages, including homelessness. this is achieved through the provision of education, training, and employment opportunities, aimed at nurturing their skills for future employment. - 3.raising public awareness about mental health, suicide prevention, and homelessness through training and charitable initiatives approved by our trustees. ## TRUSTEE # REPORT for the year ended 31st july 2023 however, the funding available for such services is becoming increasingly competitive. recognising the urgency of this situation, we have redirected additional resources to address this challenge. a focus has been directed to securing funding, especially in light of the expanding number of monthly referrals we are receiving, having grown from receiving 20 referrals in january 2022 to receiving 74 referrals in july 2023. these challenges are shaping our strategic decisions and daily operations. however, we are dedicated to remaining proactive and adaptable. by continually evaluating our processes, strengthening our capacity, and putting emphasis on acquiring funding, we aim to navigate these challenges while staying true to our mission of providing essential mental health support to those in need. ## financial review: currently, we are navigating a couple of significant challenges that are shaping our operational landscape. one of the key obstacles we are encountering comes from our increasing recognition within the charity and public sector community. this recognition has led to mental health charities and other large organisations referring individuals to us for mental health support. while this acknowledgment underscores our credibility and reliability within the mental health field, it also presents the potential for an influx of referrals from already well-funded bodies. in response to this challenge, we have proactively implemented measures to manage these additional referrals such as expanding our pool of therapists and streamlining our software. we saw early on that this situation could evolve into a more significant challenge, and we are committed to ensuring that our ability to provide quality mental health support remains firm. another significant challenge we are currently finding with the escalating mental health crisis is an increase in demand for mental health support services. ## principle funding: at bigmoose, one of our main sources of funding lies in building a network of individual fundraisers. we believe in building connections and caring about everyone in our community. this approach enables us to forge long lasting connections within our community, ensuring loyal support that lasts for years to come. it is with immense pride that we share the remarkable achievement where individual fundraisers contributed to nearly 50% of money raised for project 1 million. in addition to these individual efforts, we also receive funding from the following sources: - 1.the lotto community fund - 2.the oakdale trust - 3.the valour foundation moving into late 2023/2024, our strategic vision involves deepening our collaborations with businesses and schools. this initiative aims to expand our fundraising reach, allowing us to connect with a broader audience and extend our support to even more individuals in need. while this has positively contributed to brand awareness, it has also presented potential challenges due to a potential influx of referrals. the more referrals we get from larger organisations could be detrimental to us as a small charity. we are trying to mitigate this by putting measures in place. we have expanded our therapist pool to ensure coverage for specialised areas. given the TRUSTEE we have expanded our therapist pool to ensure coverage for specialised areas. given the growing demand for mental health support, we are committed to avoiding waiting lists. our priority is maintaining a response time within 24 hours and facilitating therapist appointments asap. # REPORT in light of this year's experiences, we acknowledge the dual nature of heightened recognition, which can lead to both opportunities and challenges. consequently, we have undertaken proactive measures to support scalability while preserving service quality. this insight will inform our strategic approach moving forward, ensuring that growth aligns with our mission while upholding operational excellence. for the year ended 31st july 2023 ## planning for the future: as we move into another year of fundraising, expanding our team, helping more people and growing the charity we have summarised our key focuses as: ## structure, governance and management: - continuing to grow our therapy reach, aiming for an increase of monthly referrals. - continuing outreach and grow awareness through multiple events including: at bigmoose, we prioritise simplicity in our operational approach to prevent unnecessary complexity in managing our charity's affairs. our management structure comprises: - cardiff half 2023 and 2024 - aiming for 120 - runners per year - our inaugaral wing walking event - aiming to sell out one day of 20 wing walkers an abseil event launching our own running event - begin working with more schools to educate and provide support to young people. - continue to develop our own bespoke built software to enhance our day to day operations - train a member of the team to deliver mental health training so we can help to educate more people to ‘spot the signs’ of mental health. ## lessons learnt during this year: this year, we have observed an increased recognition and engagement from larger charitable organisations. chairs of trustees: bethan lee - ceo: jeffrey smith - coo: chloe smith in our decision-making processes as a board of trustees, we maintain a strong collaborative relationship with the charity's ceo and coo. we work in close partnership to maximise the charity's effectiveness in achieving its goals. the trustees are responsible for making decisions in several key areas, including: personnel: this includes decisions related to new hires and the approval of salary requests from the ceo. - funding: we exercise thorough due diligence to safeguard the charity's financial wellbeing, ensuring that funding decisions are made with the utmost care. ## TRUSTEE # REPORT ## for the year ended 31st july 2023 - approving and authorising new fundraising events - policies and procedures: we oversee the establishment and review of policies and procedures to maintain the highest standards of operation and governance. - fundraising strategies: we are actively involved in shaping the charity's fundraising strategies, such as our 2023/2024 objective of expanding into face-to-face fundraising. through these measures and our collaborative approach, we aim to steer the charity toward its objectives while maintaining transparency, efficiency, and a focus on our mission. ultimately, as trustees, our collaboration with the senior management team is dedicated to the assurance that our goals and objectives are effectively realised. ## pay structures: our aspiration is to operate as a lean charity, minimising excessive expenditures. as part of our commitment to fiscal responsibility, we are participants in a government initiative that provides us with complimentary office space for our team and a monthly allowance of £500 for electricity and water expenses. when deciding on salaries, we strive to strike a balance that ensures fair salaries that are sufficiently attractive to attract exceptional team members while remaining economical enough to maximise funds directed towards our cause. each member of our team possesses a welldefined role and objective, driven by a deep sense of purpose aligned with the mission and objectives of our charity. ## onboarding our trustees: our management structure plays a vital role in advising on the structure of our board of trustees. we place great emphasis on assembling a diverse and well-rounded group of individuals, each contributing their unique skills and experiences to enhance our team's effectiveness. trustee onboarding is a structured process designed to facilitate a seamless transition into their roles. it begins with a one-on-one conversation with the chair, followed by meetings with our ceo and coo. subsequently, new trustees are invited to their initial meeting to observe and become acquainted with our operations. to ensure alignment with our principles and policies, we require all trustees to familiarise themselves with essential documents, including our policies, constitution, and a comprehensive trustee onboarding document. this document encompasses: - 1.introduction to bigmoose: providing an overview of our history and purpose. - 2.key values and missions explained: explaining our core values and the mission that drives our work. - 3.financial overview: offering insights into our financial structure, budgets, and fiscal responsibilities. - 4.role and expectations of a trustee: clarifying the roles, responsibilities, and ethical expectations of trustees. - 5.key contacts: highlighting important contacts within the organisation for ease of communication. we believe that this comprehensive onboarding process equips our trustees with the knowledge and context they need to make meaningful contributions to our mission. ## reference and administrative details: jeffrey smith - ceo chloe smith - coo ## structure, governance and management governing document: the charity is controlled by its governing document, a deed of trust and constitutes an unincorporated charity. ## reference and administrative details registered charity number: 1179222 ## principal address 4-5 frederick street cardiff south glamorgan cf10 2db ## trustees t jenner b lee o smith j sin s western ## independent examiner green & co chartered certified accountants pembroke house llantarnam park way cwmbran torfaen np44 3au approved by the order of the board of trustees on 31st august 2023 and signed on its behalf by: b lee – chair of trustees